Motivation Flashcards
The processes that account for an individual’s
intensity, direction, and persistence of effort
toward achieving a goal.
Motivation
How hard an
individual tries.
Intensity
Goals should benefit the
organization,
quality of effort given.
Direction
How long one can
maintain his/her
efforts toward a goal
Persistence
is not directly observable (it varies
from individual to individual), as it is
personal (what is arousing differs and
how behavior is directed is often
different), however the process is
common and it is goal directed.
Motivation
refers to the act of giving employees reasons or incentives to work to achieve organizational objectives
Motivating in Engineering Management
MOTIVATING SPECIFIES THREE STAGES:
activating
sustaining
directing
FACTORS CONTRIBUTING TO MOTIVATION
- WILLINGNESS TO DO A JOB
- SELF – CONFIDENCE IN CARRYING OUT A TASK
- NEEDS SATISFACTION
People who like what they are doing and are passionate are highly motivated to produce the expected output.
- WILLINGNESS TO DO A JOB
When employees feel that they have the required skill and training to perform a task, the more motivated they become.
- SELF – CONFIDENCE IN CARRYING OUT A TASK
People will do their job well if they feel that by doing so, their needs will be fulfilled and satisfied.
- NEEDS SATISFACTION
THEORIES OF MOTIVATION
MASLOW’S NEEDS HIERARCHY THEORY
HERZBERG’S TWO-FACTOR THEORY
EXPECTANCY THEORY
GOAL SETTING THEORY
a psychologist, theorized that human beings have five basic needs which are as follows:
a. Physiological
b. Security
c. Social
d. Esteem
e. Self–Actualization
Abraham Maslow
MASLOW’S NEEDS HIERARCHY THEORY
These are concerned with biological needs like food, drink, rest and sex fall under the category of physiological needs.
These needs take priority over other needs as they are survival and universal needs for the human.
PHYSIOLOGICAL NEEDS
After satisfying the physiological needs, people will seek to satisfy their safety needs.
In a chaotic environment, safety enables people to establish stability and regularity.
These needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the bread-winner in the family etc.
SECURITY NEEDS
After satisfying his physiological and security needs, the employees will now strive to receive love, affection, and the needs to be accepted by peers.
SOCIAL NEEDS
The fourth level need is called esteem needs and they refer to the needs for a positive self-image and self-respect which results from skill or mastery in a task and the needs to be respected and receive the attention from others.
ESTEEM NEEDS
The fifth and the topmost level needs in the hierarchy are called self-actualization needs and involve realizing our full potential us human beings and becoming all that we are able to be.
SELF-ACTUALIZATION NEEDS
THE RELEVANCE OF MASLOW’S NEEDS HIERARCHY THEORY IN ENGINEERING MANAGEMENT
The theory has been largely questioned, one basic premise cannot be discarded: a fulfilled need no longer motivates an individual. If this is the situation the subordinate is in, the engineer manager must identify an unfulfilled need and work out a scheme so that the subordinate will be motivated to work in order to satisfy the unfulfilled need.
Developed by Frederick Herzberg indicating that satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated.
He theorized that the satisfaction of employees has had two dimensions which are: “Motivation” and “Hygiene”
HERZBERG’S TWO-FACTOR THEORY
Herzberg found that satisfied employees mentioned the following factors (called _______) responsible for job satisfaction; achievement, recognition, work itself, responsibility, advancement, and growth.
satisfier or motivational factors
Dissatisfied employees mentioned the following factors (called __________) as responsible for job dissatisfaction company policy and administrator suspension, relationship with peers, personal life, and relationship with subordinate, status and security.
dissatisfaction on hygiene factors
Motivational model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.
The theory possesses the idea that motivation is determined by expectancies and valences.
EXPECTANCY THEORY
______ is a belief about the likelihood or probability that a particular behavioral act will lead to a particular outcome like promotion.
Expectancy
_______ is the value an individual places or the expected outcomes or rewards
Valence
EXPECTANCY THEORY IS BASED ON THE FOLLOWING ASSUMPTIONS:
- A combination of forces within the individual and in the environment determines behavior.
- People make decisions about their own behavior and that of organizations.
- People have different types of needs, goals, and desires.
- People make choices among alternative behaviors based on the extent to which they think a certain behavior will lead to a desired outcome.
Process of improving performance with objectives, deadlines or quality standards.
The __________ model drawn by Edwin A. Locke and his associates consists of the following components: goal content, goal commitment, work behavior, feedback aspects.
GOAL SETTING THEORY
sufficient in content, goals must be challenging, attainable, specific and measurable, time-limited, and relevant.
Goal Content
individuals or groups are committed to the goals they are supposed to achieve, there is a chance that they will be able to achieve them.
Goal Commitment
goals influence behavior in terms of direction, effort, persistence, and planning.
Work Behavior
provide the individuals with a way of knowing how far they have gone in achieving objectives.
Feedbacks Aspects
TECHNIQUES FOR MOTIVATION
MOTIVATION THROUGH JOB DESIGN
MOTIVATION THROUGH PARTICIPATION
MOTIVATING THROUGH REWARDS
A person will be highly motivated to perform if he is assigned a job he likes. Job design may be defined as “specifying the tasks that constitute a job for an individual or a group.”
In _____________, two approaches may be used: fitting people to jobs and fitting jobs to people.
MOTIVATION THROUGH JOB DESIGN
Routine and repetitive tasks make workers suffer from chronic dissatisfaction. To avoid this, the following remedies may be adapted:
a. Realistic Job Interviews – where management provides honest explanations of what a job actually
entails.
b. Job Rotation – where people are moved periodically from one specialized job to another.
c. Limited Exposure – where a worker’s exposure to a highly fragmented and tedious job is limited.
FITTING PEOPLE TO JOBS
Instead of changing the person, management may consider changing the job. This may be achieved with the use of the following:
a. Job Enlargement – where two or more specialized tasks in a work flow sequence are combined into a single
job.
b. Job Enrichment - where efforts are made to make
jobs more interesting, challenging and rewarding.
FITTING JOBS TO PEOPLE
When employees participate in deciding various aspects of their jobs, the personal involvement, often time, is carried up to the point where the task is completed.
The specific activities identified where employees may participate are as follows:
1. Setting goals
2. Making decisions
3. Solving problems
4. Designing and implementing organizational changes
MOTIVATION THROUGH PARTICIPATION
A method of direct employee participation is the___________. The objective of the QCC is to increase productivity and quality of output.
The circle consists of a “group of three to ten employees, usually doing related work, who meet at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions.
QUALITY CONTROL CIRCLES
When workers have reached a certain degree of discipline, they may be ripe for forming self-managed teams. Also known as autonomous work groups or high-performance teams, self-managed teams “take on traditional managerial tasks as part of their normal work routine.”
The self-managed teams work on their own, turning out a complete product or service and receiving minimal supervision from managers who act more as facilitators than supervisors.
SELF-MANAGED TEAMS
OTHER MOTIVATION TECHNIQUES
Flexible Work Schedule
Family Support Services
Sabbaticals
There is an arrangement, called flextime, which allows employees to determine their own arrival and departure times within specified limits.
An alternative to this arrangement is the adaptation of the forty-hour work in four days allowing the employee to choose a “day-off”.
FLEXIBLE WORK SCHEDULES
Employees are oftentimes burdened by family obligations like caring for children. Progressive companies provide day care facilities for children of employees.
FAMILY SUPPORT SERVICES
A sabbatical leave is one given to an employee after a certain number of years of service. The employee is allowed to go on leave for two months to one year with pay to give him time for family, recreation and travel.
It is expected that when the employee returns for work, his motivation is improved.
SABBATICALS
Rewards consist of material and psychological benefits to employees for performing tasks in the workplace. Properly administered reward systems can improve job performance and satisfaction.
MOTIVATING THROUGH REWARDS
REWARDS MAY BE CLASSIFIED INTO TWO CATEGORIES
Extrinsic
Intrinsic
those which refer to payoffs granted to individual by another party. Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.
Extrinsic
those which are internally experienced payoffs which are self-granted. Examples are a sense of accomplishment, self-esteem, and self-actualization.
Intrinsic
